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【General】 MSP-Practitioner Latest Examprep - Reliable MSP-Practitioner Exam Prep

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q134-Q139):NEW QUESTION # 134
Which of following is NOT part of delivering the capability?
  • A. Governance: Manage and control delivery
  • B. Align projects with benefits realization
  • C. Start Projects
  • D. Gateway reviews
Answer: D

NEW QUESTION # 135
During the 'identify the programme' process, the SRO identified that the utility regulator may be considering a fair pricing policy to protect vulnerable customers. The introduction of this policy would have a significant impact on the benefits expected by UU. The programme manager included this information in the programme brief.
How well does this apply the 'deal with ambiguity' principle, and why?
  • A. It applies it poorly, because a formal, documented, risk management process should be used to assess the risk before it is included in the programme brief
  • B. It applies it well, because UU needs to understand their risk appetite in the current business climate before they start the programme
  • C. It applies it well, because the sponsoring group needs to understand the possible impact of this risk when deciding whether to proceed
  • D. It applies it poorly, because this risk is so significant that it should have been identified in the programme mandate by the sponsoring group
Answer: C
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Deal with ambiguity' principle in MSP 5th Edition recognizes that programmes operate in evolving environments where not all information is known at the outset. This principle requires programme teams to acknowledge uncertainty and proceed with the best available information, rather than waiting for absolute certainty, which may never come. Ambiguity often stems from external factors, such as potential regulatory changes, which are outside the programme's direct control but can significantly affect its viability.
In this scenario, the potential for a "fair pricing policy" is a classic example of ambiguity during the 'Identify the programme' process. By including this information in the programme brief, the Programme Manager and SRO are surfacing a critical uncertainty early. Option A is the correct answer because the primary purpose of identifying such ambiguity at this stage is to enable the Sponsoring Group to make an informed
"invest/no-invest" decision. The programme brief is designed to provide enough information to justify moving to the more detailed 'Design the programme' stage. If the Sponsoring Group is unaware of this potential impact on benefits, they cannot accurately assess the programme's value or risk profile. Ignoring the ambiguity until a formal risk process is established (Option C) would be a failure of this principle, as MSP encourages proactive transparency regarding what is unknown or uncertain from the very beginning of the transformational flow.

NEW QUESTION # 136
The programme is in the 'embed the outcomes' process at the end of Tranche 2. As part of the adopt the capabilities activity, the BCM is concerned that many of the sales staff are continuing to use the old sales system alongside the new systems and processes. This is impacting on cost reductions and increased sales.
The BCM has confirmed that the new system has all the functionality required.
As part of the 'adopt the capabilities' activity what should the BCM do to resolve this situation?
  • A. Confirm that the sales staff have transitioned successfully to the new sales system as It is being used by all staff
  • B. Start reporting on the reduced costs and increased sales compared to the baselines
  • C. Ensure that access to the old sales system is removed and provide support in the new ways of working
  • D. Encourage those staff members who are using the new system effectively to share their knowledge and experiences
Answer: C
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Embed the outcomes' process is where the focus shifts from delivering technical capabilities to ensuring that those capabilities are integrated into business-as-usual (BAU). A key activity within this process is 'Adopt the capabilities', which involves supporting the business through the transition and ensuring that old ways of working are retired.
In this scenario, the staff are resisting the change by maintaining a "safety net" (the old system). According to MSP 5th Edition, to successfully embed a change, the programme must often "burn the bridges" to the old state once the new system is proven to be functional. Option D is the correct answer because it addresses both the technical and human aspects of the transition. Removing access to the old system forces the adoption of the new process, while providing support ensures that staff feel capable and confident in the new environment. Simply reporting on benefits (Option A) or encouraging knowledge sharing (Option C) will not resolve the issue if the old system remains an available option for those resistant to change. The Business Change Manager (BCM) must lead this transition, ensuring that the organization moves fully into the future state described in the Target Operating Model, thereby allowing the benefits to be fully realized.

NEW QUESTION # 137
Significant changes to the customer processes have been delivered and Tranche 2 is now complete. Many engineering staff do not believe that the Training Project is needed in Tranche 3 as they feel the changes to the new customer processes are minor. The programme manager is concerned that the engineering staff may have misunderstood the extent of the changes. As a result, the programme manager noted in the end-of-tranche report for Tranche 2, that there needs to be more engagement with engineering staff during subsequent tranches.
Is this recommendation an appropriate application of the 'evaluate new information' process, and why?
  • A. Yes, because the end-of-tranche report should include a list of risks to the next tranche
  • B. No, because the end-of-tranche report should focus on the programme's financial performance
  • C. Yes, because the end-of-tranche report should report on the effectiveness of communications
  • D. No, because the end-of-tranche report should focus on progress towards the target operating model
Answer: C
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Evaluate new information' process involves more than just checking budgets; it requires an assessment of the programme's "soft" elements, such as stakeholder engagement and the effectiveness of communication.
The End-of-Tranche Report serves as a summary of the programme's health and readiness to proceed.
Option B is the correct answer. MSP 5th Edition emphasizes that for transformation to be successful, stakeholders must understand and accept the change. The fact that engineering staff view the changes as
"minor" suggests a failure in the communication strategy or a lack of understanding of the Vision. By noting this in the end-of-tranche report, the Programme Manager is correctly identifying a weakness in the Knowledge Theme (specifically stakeholder communication) that occurred during Tranche 2. Evaluating the effectiveness of how information was shared and received is a key part of this process. This allows the programme to adjust its Stakeholder Engagement Approach for Tranche 3, ensuring that the engineering staff are properly prepared for the upcoming Training Project. Without this evaluation, the programme would risk low engagement and poor benefit realization in the next tranche. The report is the formal mechanism for capturing these "lessons learned" and turning them into actionable governance decisions for the future.

NEW QUESTION # 138
Which of below statements are false?
  • A. Benefits management identify risks
  • B. Benefits management identifies dependency in plans
  • C. Benefits management qualifies Blueprint
  • D. End of tranche review drives benefits management
Answer: D

NEW QUESTION # 139
......
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